Ideas aren’t the only problem

A number of the core themes in this book resonate strongly with me.

In particular, I, like the authors, have long been an advocate that when it comes to innovation, ideas aren't only problem. Not only is there a need to develop a culture of innovation, which the book obviously addresses, but as is argued here, there is a need to set a clear vision and strategy.

Another point which is well made, is the need to not just for commitment from the top but the need for that commitment to be maintained. The authors stress that in many businesses employees are increasingly attuned to tokenism from senior management and, unless there is genuine and on-going engagement from the top, most attempts to create a culture of innovation will fail.

And talking of failure, the need to re-evaluate ‘failure’ is rightly called out as another pre-requisite.  

The authors quite rightly recognise that there are different types of innovation – incremental, differentiated and radical - and that these need different approaches. My experience would support their assertion that too often there is a desire for the more radical, and sexier, innovation without the recognition that the likelihood of finding it is much lower, and that most organisations aren’t likely to be set up for it.

The core of the book is a six-stage approach, starting with “Kick off and Why” and working its way through “Assemble  a team” “Agree the future”, “Engage in conversation”, Create a roadmap” to “Make it happen” but quite rightly noting that this sixth stage isn’t the end of the process, merely the end of the beginning.
As well as advice and “key insights” at each stage, it carries all important health warnings and frequent reminders about how the process is a broad framework that must be adapted to your particular circumstances. The authors also rightly point out the dangers of merely trying to adopt someone else's approach.

The book is primarily aimed at H.R. Executives, senior management and change management teams and does a good job in providing a clear framework and lots of practical advice. It's been highly reviewed by a number of people in those fields.

However, as a marketer who has been involved in innovation and innovation culture for 20+ years, I felt that I learnt nothing really new.

The chapter on, and repeated references to, recognising the need for innovation in the first place felt overdone to say the least. Perhaps there are companies out there that still need persuading that innovation is a good thing but I doubt there are many.

Stylistically it was at times a bit repetitive. It adopts a ‘tell them what you're going to tell them, tell them, and tell them again... and then for good measure recap it all at the beginning of the next chapter’ approach which  is probably ‘best practice’ but overall added to my personal take on the book as solid, practical and sensible rather than inspiring.